Phil Higson is a published author and active researcher, with over 30 years' experience in business and management education as lecturer, course developer, manager, external examiner and consultant. He is a Senior Lecturer in Tourism and Events Management at Liverpool John Moores University. Anthony Sturgess has almost 20 years' experience in the teaching, facilitation and coaching of managers and leaders, ranging from individual leadership and management development to leading organizational change. He is currently a Senior Lecturer in Leadership at Manchester Metropolitan University. Together, they co-founded Apex Leadership, where they develop innovative and challenging management and leadership development interventions.
List of figures
Foreword
Preface
Acknowledgements
Introduction : The uncommon sense of leadership
The only explanation is leadership
Time for a fresh look at leadership?
The 5-S Leadership Framework
Inside Uncommon Leadership
The balcony and the dance floor
01 Leading with vision : Seeing the sense before it becomes common
Seeing the sense before it becomes common
As new ideas emerge it takes leadership to implement them
Sense-making
Vision: a different view of the future
Finding the sense before it becomes common
02 Leading with action : Shaping the organization by turning sense into
common sense
Common sense is not always common practice
From sense-making to sense-giving
Shaping context
Culture eats strategy for breakfast
Shaping strategy
Getting into shape
03 Leading with purpose : Showing the way by doing the common things
uncommonly well
Service, sandwiches and simple messages
The quickest route to bankruptcy?
Walking the talk
Mirror leadership
The stonecutter re-visited
Crafting a calling
Uncommon sense in practice
04 Leading with service by the common touch
The poor aren't credit worthy
Upside-down leadership
Upside-down thinking: what's the meaning of business?
A simple thank-you
Talking with crowds, walking with Kings
From serving to sharing
05 Leadingwith people : Sharing leadership by making it more common
The case for shared leadership
Sharing enthusiasm
Sharing strengths - incompetence, mediocrity and excellence
Building sustainable practice - tell others about it!
Sharing influence
Building human towers - a motto for shared leadership
06 Conclusion : Building competitive advantage through uncommon leadership
roles
Building uncommon competitive advantage
The 5-S framework and uncommon leadership roles
Seeing - leading with vision requires pathfi nders
Shaping - leading with action requires game-changers
Showing - leading with purpose requires rain-makers
Serving - leading with service requires bridge-builders
Bridge-builders in action
Sharing - leading with others requires play-makers
An uncommon advantage - saliency, sagacity and serendipity
Index
